What is vertical career mobility?
Vertical career mobility is the upward progression through a corporate hierarchy, typically in one’s field. This is most commonly achieved through promotions within the organization, as well as assuming higher levels of responsibility.
For career-oriented employees, vertical career mobility is a primary goal.
Upward job mobility often comes with:
Upward economic mobility
The ability to pursue and hold positions of leadership
The opportunity to grow expertise
And a chance to advance in the field
Why should employers care about vertical career mobility?
For employers, vertical career mobility is an opportunity to retain, reward, invest in, and continue to benefit from top talent.
But for many employees, access to this type of career mobility is hard won — and in some cases altogether inaccessible.
Employers that invest in onramps and reskilling and upskilling accessible to their entire workforces tend to see significantly higher retention rates among employees who aspire to achieve career mobility.
For example, employees enrolled in upskilling programs through Guild’s Learning Marketplace were 2.1x less likely to leave their employer in the last 12 months relative to non-engaged employees.1
3 strategies for helping employees achieve vertical career mobility
There are a number of strategies you can employ to help your employees achieve vertical career mobility.
However, it’s essential that you complement these strategies with the right career mobility infrastructure.
1. Train managers to help employees set clear career goals and objectives
In our recent article on the "owning your own development" fallacy, we talk about the crucial need for employers to recognize that their employees kick off the career race from diverse starting lines.
Why does this matter?
Because it means employees must receive the right support – whether technical, emotional, or otherwise – to ensure everyone can achieve career mobility.
Although determining the right career path and end goals are specific to each person, this is not something your employees should have to undertake in a silo.
Instead, managers should take the time to:
Understand their direct reports
Discuss their career aspirations and interests with them
And partner with them in developing a growth plan
Growth and career coaching are invaluable to this process.
The key to goal setting is ensuring a growth plan is actionable. Often, this starts with:
Identifying skills gaps between their current role and future role
Discussing the best way to gain those new skills (e.g. a stretch project, bachelor’s degree, short-form certificate, etc.)
Helping employees take the next step (e.g. find a mentor, sign up for a course, etc.)
2. Offer employees opportunities to acquire relevant skills and experience
Once skills gaps in the way of vertical mobility are identified, now comes the task of determining how to gain them.
Employers can offer education benefits to accelerate career mobility.
But with thousands of credentials to choose from, just offering tuition reimbursement is not a reliable way to make sure your employees are gaining the skills and expertise they need to advance.
Instead, try leveraging a career mobility platform that offers:
Quality programs: A marketplace of curated learning programs from credible institutions to improve outcomes
Limited/no out-of-pocket costs: Fully-funded coursework to boost engagement
Flexible options: Flexible course offerings (e.g. self-paced, rolling enrollment) to improve the diversity of your career mobility pool
Experience counts for a lot here, too. Make sure your employees have opportunities to complete “stretch” projects internally to demonstrate their ability to operate at the next job level.
3. Provide ample mentorship and networking opportunities
Thoughtfully-designed mentorship opportunities are a must for career mobility.
Employers should provide spaces where employees can find community within the organization, such as:
Through mentorship, individuals connect with willing mentors who can share insights and wisdom from their experiences — and potentially help advocate for growth opportunities for their mentees.
This is a strong way to help employees build networking skills while learning about navigating their own career pathways within the organization.
Podcast plug: Hear more about the power of mentorship from ex-Amex CEO Ken Chenault in our recent Opportunity Divide podcast.
“I think it’s important for mentees to recognize “what are you doing in a very tangible way to grow as a person?”. It's not that someone is immediately going to do great things, but what you will see are changes in people's behavior, which is the leading indicator that they will do great things…. What to me is most important is the willingness of the person to understand how they are perceived by other people, as well as to understand that there are areas in their leadership behavior that they need to improve.”
Ken Chenault, ex Chairman and Chief Executive Officer of American Express on two-way mentorship